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I Minds2009 Markku Markkula Research & Innovations Lessons Learnt In Creating The Aalto University


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  • 1. iMINDS, Ghent, 12 May 2009 Research & Innovations: Lessons Learnt in Creating the Aalto University MARKKU MARKKULA Director of Lifelong Learning Institute Dipoli, TKK Helsinki University of Technology Team Leader (Societal Impact), Aalto University • Secretary General of IACEE the International Association for Continuing Engineering Education 1989-2001 • Member of Finnish Parliament 1995-2003 - Committee for the Future - Committee for Science, Education and Culture • Chairman of the Board of TIEKE, the Finnish Information Society Development Centre • Chairman of the Board of EuroPACE, the European Professional Association for Collaboration in e-Learning • Chairman of the Espoo City Planning Board
  • 2. Harvard Business Review, March 2009: Tapping the World s Innovation Hot Spots World’s ”Several countries have developed end-to- end innovation systems combining stewardship mechanisms, funding bodies, research institutions, and structures for business and academic collaboration, all in support of an overall national strategy…” ”One of the best examples of Finland’s large-scale, holistic approach to innovation is Aalto University…” ”Named for the legendary Finnish architect and designer but referred to locally as Innovation University…” ”Small countries like Finland are self- contained environments. The moment you land there, you meet relevant players and have the opportunity to set up important alliances. In a way, such an ecosystem is akin to the Japanese keiretsu, with its shared purpose, common managerial culture, and intricate web of financial connections…” Markku Markkula, 2 Aalto University 2009
  • 3. Aalto University Merging 3 Universities • Enabling a strong focus on strategic areas and secure the required independent i d d t economic resources for research. • Creating a new TKK student-centric culture. • Integrating research & teaching & Technology – Innovation – Productivity learning & societal interaction. TKK = Helsinki University of Technology • International faculty HSE = Helsinki School of Economics and competitive TaiK = University of Art and Design Helsinki personal processes. www aaltouniversity info Markku Markkula, 3 Aalto University 2009
  • 4. Aalto National Strategic Role in 2020 g 1. INFLUENCING NATIONAL AGENDA Mission, Vision Mission Vision, Aalto will by 2020 become the most important Leadership player in setting the national science, creativity and innovation agenda. 2. GLOBAL FORERUNNER ©Alvar Aalto Aalto will by 2020 develop its strengths as a globally unique hub of excellence in research, development and innovation. d l t di ti 3. REAL LIFE & REAL CASE -approach The concept of Aalto Living Lab based on Real Case -approach and with selected strategic Research h partnerships will by 2020 create Aalto the Impact pioneering world leader role in teaching and learning in open-innovation and shared knowledge creation processes. Education = Future Markku Markkula, 4 Aalto University 2009
  • 5. Aalto Interaction with and Impacts on Society As defined in alignments confirmed by the Foundation Board in the autumn 2008, the area covered by the theme Impacts is vast, integral to all Aalto activities and based on university basic missions research and education. Thus the preparation for Impact activities is accomplished iteratively in phases together with other themes and working groups. The measures regarding Impacts, helping prepare the launching of Aalto University, are targeted, in particular, to: 1) creating a sustainable foundation for Impacts, that is, creating the required systemics, concepts and processes, 2) preparing for a new leadership and operational culture in a motivating and commitment-enhancing way, that is, preparing principles and policies together with internal and external participants and specialists, 3) defining the vision for Impacts 2020 by drawing from current strengths and Aalto potential as well as recognizing the piloting required for progress in the right direction and defining the framework for implementation. Direction t by the Aalto University F Di ti set b th A lt U i it Foundation B d d ti Board: Aalto Action • Focus on selected spear heads in research on a world-class level Plan: Clarify • Focus on important long-term issues and areas of research focus and • Encourage risk taking in potential breakthrough initiatives strategy of • Put more emphasis on master’s and doctoral level education the university • Integrate research, teaching and societal interaction across all Aalto’s disciplines to create synergies • Ai f d Aim for deep and sustainable social, cultural and economic impact d t i bl i l lt l d i i t Markku Markkula, 5 Aalto University 2009
  • 6. Creating a Sustainable Base for Aalto Impact There are several systematic ongoing development initiatives to create a sustainable base for creating economic, social and cultural impact. nt nagemen agement stems thinking Activities for economic impact edge man others s Proje mana ICT Activities for social impact ect Knowle Sys Activities for cultural impact ▪ These have been developed systematically through several tens of ▪ Development of new concepts, processes, workshops in collaboration with Aalto methods, practices and working culture to internal and external experts and p increase impact within all impact activities. interest groups. ▪ The outcome is a systemic toolbox for ▪ In addition, there are several working Aalto Impact activities. groups and reports/decision proposals developed b th d l d by them. Markku Markkula, 6 Aalto University 2009
  • 7. Renewed National Innovation Strategy Strategic goals set for strate – the illustration is our draf describin the Finland are a) Innovation- Finnish Finland’s nal ng based d b d development of l t f R & HE System Attractiveness Th texts in this chart stem from the nation connectio betwee the diverse actors productivity and b) Pioneering in innovation activity. To achieve this y Learning ft the following 4 basic Competitive Management choices are made: Incentives Environment Training 1.Innovation activity in a en world without borders © Markk Markkula & Lars Miikki 2008 8 2.Demand and user orientation National Ensemble Growth ons 3.Innovative individuals of Services Entrepreneurship L and communities 4.Systemic approach Pioneer of Regional Implementing egy Systemic Centres of Innovation he ku The picture is interlinking Reforms Innovation Policy the 10 key sets of measures defined. “National Innovation Bedrock” We create synergy of operations on all levels: National, Region / Industry, Enterprise / Individual Markku Markkula, 7 Aalto University 2009
  • 8. Universities Provide the Human Socio-Techno-Economic RDI Infrastructure Living Lab is a European Living Labs European-wide concept based on People and P l d open, demand Social Networks and user-driven research, Universities development and p for co-creation? innovation (RDI) Cities, regions Firms and and societies as Living infrastructure Open Innovation Laboratories and focused on target-oriented university- "The European Network of Living Labs is a concrete action p g industry for putting Lisbon strategy in real life!" collaboration. Prime Minister of Finland , Mr. Matti Vanhanen Markku Markkula, 8 Aalto University 2009
  • 9. Aalto Living Lab: Research for Methodological and Conceptualising Development Aalto Living Lab concept and 6. Innovation Process: innovative products, its activities are based on services, processes, structures, and their integration university level RDI (research, development and innovation) 4. Living 5. Leadership and Environment and Management: The 6 research areas in the Media: social strategic and picture are in many cases collaboration, operational urban and regional All-permeating drivers of overlapping with the others. business The aims of Aalto development pa planning and ga d change: g development, development are increasing scientific development creativity & innovation, project relevance, interdisciplinarity foresight & management and synergy between systems thinking, research, teaching research teaching, learning entrepreneurship, entrepreneurship 3. Human Capital: and societal interaction. 2. ICT: social web, ICT-based digitalization, knowledge methods, software productivity creation, Aalto University is to be knowledge characterized by its values and development p management, the all-permeating drivers of learning and work change (in the picture, these are to be defined). 1. Science – Society Interaction: RDI methods and concepts, ecosystems concepts Markku Markkula, 9 Aalto University 2009
  • 10. An Example: Aalto & T3 Challenging the Global Competition: The Future Is Based on the Formula i WB = T3 + e3 One of the real-life collaborative platforms of the Aalto Living Lab is the T3 area. This is based on the p g cooperation between the City of Espoo, Aalto University, and the companies and other stakeholders operating in the area. T3 development is based on the Vision of the Helsinki Metropolitan Area. Greater H l i ki Vi i G t Helsinki Vision T3 OTANIEMI KEILANIEMI “The capital region is a progressive world-class business and innovation centre bolstered by science, art, creativity, art creativity learning ability and high-quality services. services Science and The success of the area promotes the wellbeing of its technology inhabitants as well as that of all Finland. The metropolitan area is developed as a united, functional g Art and design region with its surroundings closely integrated into Business and nature, providing a comfortable place for living, economy learning, working and entrepreneurship.” i = innovation; TAPIOLA WB = well-being; T 3 = Tiede, Taide, Talous; Science, Art, Economy e 3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, aesthetics, experience Markku Markkula, 10 Aalto University 2009